By APTMetrics‘ Andy Goldblatt, Ph.D.
Finally, after all the hard work, you have your “First Round” draft choice. Your new hire is a star, somebody who will excel, build the bench, and whose capabilities are aligned with strategic objectives. Talent acquisition delivered. It all came together and resulted in the best candidate accepting your offer in a timely fashion. Your selection process was first rate; multiple methods, job-related assessments, behavioral data, trained interviewers and structured debriefs. It was comprehensive, accurate, legally defensible, fast and efficient.
Your process generated tons of high-quality data on your new hire. You have painstakingly identified not only situations in which the candidate will excel, but also those situations in which he/she is likely to struggle. You have a clear picture of the strengths they will leverage and those areas that not only represent opportunities, but could emerge as blind spots in future situations. You know this person better than they know themselves.
If you are like most organizations, you will make an announcement to the team, schedule orientations and other meetings, and then stop. Your work is done. Your candidate is a Rolls Royce. They’ve done the job before, and all the data says “Future Star.” You feel confident he/she will hit the ground running and never look back. Now is the time to get back to real work. Unfortunately, this situation is common across many organizations. Evidence-based selection data is collected as part of a strong process and once the hiring decision is made, the information is never used again.
Instead, the data collected during the selection process should be shared with the candidate when he/she first starts the new job. The benefits of sharing this data include: accelerating onboarding and reducing the new-hire learning curve; increasing engagement in a new hire that may lack confidence because he/she is new, setting clear expectations for taking development seriously; and creating the foundation for a strong relationship between the hiring manager and direct report. A relationship based on candor when discussing performance, careers and accountability. Sharing selection data is especially important for internal candidates as a means to improve fairness perceptions and mitigate retention risk. Finally, the data can be used to evaluate the effectiveness of your talent acquisition and selection systems as you compare it to longer-term outcomes.
The hiring manager and talent management group are responsible for ensuring the new hire is as profitable and productive as soon as possible. Take the extra step and integrate your selection data with new-hire development planning during early onboarding. It will pay off exponentially as learning is accelerated and production arrives sooner.